HEALTH

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STRATEGIC PLANFY16 - FY20

July 2015

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HealthInformation &

Technology

PROJECT

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Contents HIT Overview Pathway to Strategic Plan HIT Goals Build Trust with Customers Provide Information for Better Decisions Deliver High-Value Solutions Be “The Place” to Work What Success Looks Like

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Who are we?Health information & Technology is a diverse department that delivers business and clinical information and technology to support the University of Virginia Medical Center and other entities within the Health System in their effort to be the safest place to work and receive care.

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Security

Network

EMR Application

AnalyticsWeb

Development

Telemedicine

Clinical Informatics

Clinical Engineering

Project Management

Data center

Desktop Services

Medical Records (HIS)

Applications

Clinical IT Departments

Management Engineering

Mobile

PROJECT

As part of a year-long effort with our leadership and management teams, we developed this strategic plan to guide our activities and help communicate to our stakeholders our future direction. We hope to engage our customers and stakeholders as we implement this plan to ensure alignment and superior services.

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Is the path we chart from why we exist (mission) to where we want to be (vision)

Strategic Planning

To provide excellence, innovation and superlative quality in the care of patients, the training of health professionals, and the creation and sharing of health knowledge.

Missionwhy we exist

To be the trusted partner in applying information and technology to make UVAHS the safest place to work and receive care. To be “the place” to work in information and technology

in the mid-Atlantic.

Visionwhere we want to be

RespectIntegrity

StewardshipExcellence

Valueshow we behave

Provide the information needed to make better decisions

Build trust with Customers

Deliver High-Value Technology Solutions

Be “The Place” to Work

Health Information & Technology

GOALS

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Stable Operations

Reliable Information

Right Team

Strong Relationships

INNOVATION

Laying the Foundation for InnovationInnovation is action applied to an idea. But ideas must come from a strong foundation of technology, information,and people. Our Health Information & Technology Strategic Plan is structured to put us on the path to build that foundation.

In the years to come, HIT, in partnership with our customers, will focus on encouraging a culture of innovation. We want to innovate and develop the best for UVAHS and our patients.

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Build trust with Customers

Value can only be defined by the customer and not the producer. Within

the Health System, this is also true. Health Information & Technology

customers are as diverse as our services and teams - and it is to them we

look to define our value.

That is why we are focusing on building, nurturing, and growing relation-

ships with all of our customers to learn what value means to them and

how we can deliver it. We want to move from an internal support service

provider to TRUSTED PARTNER.

We believe the keys to building that trust are: listening, communicating,

and being easily accessible. The activities that support this goal will

create regular dialogue between HIT and its customers and invite them to

engage with us to deliver solutions for better care and operations across

the Health System.

trust noun | \’trəst\\ the firm belief in the reliability, truth, and ability of someone

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Actively manage and improve customer relationships

Establish regular dialogue with customers to pro-actively support their business and clinical operations

Cultivate a culture of ownership to serve customers’ needs

Demonstrate transparency in our communications & operations

Be transparent in our operations within our teams and to our stakeholders

Update HIT operational reporting tools to make them more understandable and actionable

Customize our communications and services to customer segments

Promote ease of access to HIT services

Improve response time to customer requests

Provide user-friendly self-serve options for HIT Services

Enhance internal and remote access to UVAHS Systems

Our team will:

Organizations that make their

customers partners lead the

pack on growth, net margins,

capital efficiency, and enterprise

value per Harvard Business

Review research 1.

1 Libert, Wind, & Fenley “What Apple, Lending Club, and AirBnB Know About Collaborating with Customers” HBR July 2015

Beyond Break-FixCustomer satisfaction comes from meeting the customer’s needs, but customer trust comes from anticipating and exceeding those needs. The Clinical Engineering team is moving to embed a new culture of going beyond traditional servicing of medical technology to focusing on failure prevention, optimization, and innovation.

SPOTLIGHT ONA CULTURECHANGE

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Provide the information needed to make better decisions

Our teams collect and manage clinical data from

myriad sources, including the medical record data,

performance metrics and operational data ensuring its

quality and security. Data just by itself is like raw

ingredients for a meal and our teams provide the

techniques and skill to transform the data into

meaningful analysis and reporting for our customers.

Supporting Patient Experience through TechnologyIn HIT, we recognize our role in contributing to great patient and visitor experiences. For that reason, we have projects that aim to directly serve patients.

Patient Portal Enhancements

Patient Mobile Applications

Improved Visitor WiFi Access

Help desk Access for Patients

Exploration of Direct to Consumer Telemedicine

At the nucleus of safe and exceptional clinical care are

good decisions. Good decisions on what medication

to prescribe, which treatment to pursue, when to

intervene, and on and on. Our role in Health

Information & Technology is to put information in the

right hands to make the right decisions.

SPOTLIGHT ONPATIENTEXPERIENCE

Ensure secure, valid, accurate, and complete data and information

Enhance on-line tools for Enterprise Documentation

Improve Data Quality through Data Governance

Expand Available Data in the EDW for Customer Use

Facilitate more effective clinical & operational decision-making

Optimize EMR for Improved Provider Work-flow and Better Care

Provide New and Enhanced Clinical Reporting and Tools

Provide Medical Center Leadership with Information for Higher Quality Operational Decisions

Our team will:

Project Governance can

deliver improvement in alignment with organizations’ objectives.1

Connect patients and visitors with resources they need to improve their experience and care

Increase the content and functionality of MyChart Patient Portal

Support Patients’ HIT needs while at the Medical Center

Develop Patient-facing Web and Mobile Applications that improve Patient Experience

Encourage Patients to engage through technology in their Care

Support better informed Project Decisions

Improve Intake & Demand Management: Approval & Prioritization

Improve HIT Acquisition Process: Planning, Approval, and Purchase

Roll-out more robust Project Governance

1State of the PMO 2014, PM Solutions, May 2014. [Also of note, 31% Improvement in Customer Service.]

Big Data to Better DecisionsWhile there’s a lot of talk of Big Data, Predictive Analytics, Hadoop Clusters, Data Viz, and the like, the simple truth is that more data is only valuable if we can apply it to making better business decisions and driving toward better clinical outcomes.

Our focus is to put the right information and analysis in front of the right people. Our Analytics Reporting Team is building its capabilities to curate, analyze, and enable discovery to support informed decision making throughout the Health System.

45%

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Deliver High-Value Solutions

As “Be Safe” becomes ingrained in our culture it

requires that all support functions adopt

complimentary process improvement processes.

The secret of Toyota’s success went way beyond

the factory floor to all of its business support,

suppliers, and partners. HIT’s implementation of

Process Improvement will not only improve our

performance and customer satisfaction, it will

contribute significantly to the success of Be Safe

throughout the Health System.

Successful Process Improvement adoption requires

a culture change. The most effective way of handling

this challenge is by leveraging all levels of the

organization. This approach can make the journey of

service improvement an engaging transformation for

the whole team.

Adopt a Process Improvement Methodology and apply in high-impact areas

Improve Project Management across the Enterprise

Increase predictability, security, and reliability in operations

Pro-actively manage HIT resources

Improve HIT operational efficiencies

Maintain life-cycle of current assets

Support Health System Growth

1Bandopadhyay & Adams,”How to Influence the Collective Mind to Adopt ITIL for IT Service Improvement” July 2011 Gartner.com

Our team will:

Implementation of ITIL and Lean in HITITIL, formerly known as the Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. Developed in the 80’s by a UK Government Agency, ITIL provides recommendations for standardization of IT Processes. McKinsey & Company observed IT productivity increased by 20 to 40 percent through process improvement initiatives and reduced the delivery time of new applications and functionality by 10 to 30 percent through more rapid iterations.

HIT seeks to train all our teams in ITIL Methodology and Lean. We aim to compliment the Health System’s Be Safe initiatives with systems and IT-appropriate frameworks.

increase30%in business users' satisfaction scores regarding the quality of IT services after ITIL implementation1.

SPOTLIGHT ONAPROJECT

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HIT Supports UVAHS’s Employee EngagementWe are proud to be a partner in helping improve engagement in other areas of the Medical Center and beyond. The following are some activities that aim to improve employee work, satisfaction, and engagement.

EMR enhancements & optimizationImproved HIT Customer ServiceMore reliable HIT operationsGreater transparency to HIT operationsMore user-friendly self-serve reporting optionsSingle sign-on and easier access

SPOTLIGHT ONEMPLOYEEENGAGEMENT

Engineers Developers

Project Managers

Analysts Designers Wahoos

Business Support

TechniciansInformaticists

Programmers

Data Scientists

Help Desk Representatives

Database Specialists

Trainers

Many roles, one team

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Be “The Place” to Work

Connect team members to the Mission

Provide opportunities for team members to engage with Customers & the Mission

Share stories about the impact of HIT activities

Bring the Voice of the Patient to HIT

Build Community of HIT within UVAHS

Foster meaningful interactions with teams spread across different locations

Engage and educate extended HIT Communities like PM, Engineers, Builders, and Analysts

Invest in developing career path, growth, and education opportunities for all team members

Set expectations for career progression

Make time and funding available for training and education

Develop and implement behavior expectations and standards within HIT

Protect work-life balance

Behind all the information and technology at UVAHS are people – our people.

That is why it is important for us to ensure the well-being, growth, and

engagement of these people. Striving to improve employee engagement is

critical for our success, and also to the success of the entire organization as it

affects our customer satisfaction and our patients’ experience.

Our team will:

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Success for HIT Looks Like...

Increased Employee EngagementReduced Voluntary Turnover

Higher Customer SatisfactionOn-time and on-budget Project Delivery

Critical Application UptimeIncreased Patient Portal Adoption

<2% Budget Variance

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Success for HIT Looks Like...

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Health Information & Technology

PROJECT

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